5-S EXPLANATION

A 5S implementation helps to define the first rules to eliminate waste and maintain an
efficient, safe, and clean work environment. It was first popularized by Taiichi Ohno, who
designed the Toyota Production System and Shigeo Shingo, who also put forward the
concept of poka-yoke. 5S is a system for organizing spaces so work can be performed
efficiently, effectively, and safely. This system focuses on putting everything where it
belongs and keeping the workplace clean, which makes it easier for people to do their jobs
without wasting time or risking injury. Implementing 5S in a workplace makes it easier for
people to navigate, find what they need, and keep things organized. 5S involves assessing
everything present in a space, removing what's unnecessary, organizing things logically,
performing housekeeping tasks, and keeping this cycle going. Organize, clean, repeat.

A workspace might be better off without unnecessary items or items used infrequently.
These things can get in the way or take up space.

The five S methodology helps a workplace remove items that are no longer needed (sort),
organize the items to optimize efficiency and flow (straighten), clean the area in order to more easily
identify problems (shine), implement color coding and labels to stay consistent with other areas
(standardize) and develop behaviors that keep the workplace organized over the long term (sustain).

1. Sort (seiri) –Sort, involves going through all the tools, furniture, materials, equipment, etc.
in a work area to determine what needs to be present and what can be
removed. Distinguishing between necessary and unnecessary things, and getting rid of
what you do not need.

 Remove items not used in area – outdated materials, broken equipment, redundant
equipment, files on the computer, measurements which you no longer use
 Ask staff to tag all items which they don’t think are needed – this improves
understanding about need and use
 Classify all equipment and materials by frequency of use to help decide if it should be
removed – place ‘Red Tag’ on items to be removed
 Establish a ‘holding area’ for items that are difficult to classify – hold item for allotted
period to enable others not on 5S team to review.

When a group has determined that some items aren't necessary, consider the
following options:

 Give the items to a different department

 Recycle/throw away/sell the items
 Put items into storage
2. Straighten (seiton) – The practice of orderly storage so the right item can be picked
efficiently (without waste) at the right time, easy to access for everyone. A place for
everything and everything in its place.

 Identify and allocate a place for all the materials needed for your work
 Assign fixed places and fixed quantity
 Make it compact
 Place heavy objects at a height where they are easy to pick from
 Decide how things should be put away, and obey those rules

3. Shine (seiso) – Create a clean worksite without garbage, dirt and dust, so problems can be
more easily identified (leaks, spills, excess, damage, etc) The Shine stage of 5S focuses on
cleaning up the work area, which means sweeping, mopping, dusting, wiping down surfaces,
putting tools and materials away, etc. Shine also involves performing regular maintenance
on equipment and machinery. Planning for maintenance ahead of time means businesses
can catch problems and prevent breakdowns. That means less wasted time and no loss of
profits related to work stoppages.

 Identify root causes of dirtiness, and correct process

 Only one work activity on a workspace at any given time
 Keep tools and equipment clean and in top condition, ready for use at any time
 Cleanliness should be a daily activity – at least 5 minutes per day
 Use chart with signatures/initials shows that the action or review has taken place
 Ensure proper lighting – it can be hard to see dirt and dust

4. Standardize (seiketsu) – Setting up standards for a neat, clean,

workplace

Standardize assigns regular tasks, creates schedules, and posts instructions

so these activities become routines. It makes standard operating procedures
for 5S so that orderliness doesn't fall by the wayside.

Depending on the workspace, a daily 5S checklist or a chart might be useful.

A posted schedule indicating how frequently certain cleaning tasks must
occur and who is responsible for them is another helpful tool.

 Standardization of best practices through ‘visual management’

 Make abnormalities visible to management
 Keep each area consistent with one another
 Standards make it easy to move workers into different areas
 Create process of how to maintain the standard with defined roles and
responsibilities
 Make it easy for everyone to identify the state of normal or abnormal
conditions – place photos on the walls, to provide visual reminder

5. Sustain (shitsuke) – Implementing behaviors and habits to maintain the established

standards over the long term, and making the workplace organization the key to
managing the process for success

Sustain refers to the process of keeping 5S running smoothly, but also of keeping
everyone in the organization involved. Managers need to participate, as do employees
out on the manufacturing floor, in the warehouse, or in the office. Sustain is about
making 5S a long-term program, not just an event or short-term project. Ideally, 5S
becomes a part of an organization's culture. And when 5S is sustained over time, that's
when businesses will start to notice continuous positive results.

 Toughest phase is to Sustain – many fall short of this goal

 Establish and maintain responsibilities – requires leader commitment to follow
through
 Every one sticks to the rules and makes it a habit
 Participation of everyone in developing good habits and buy-in
 Regular audits and reviews
 Get to root cause of issues
 Aim for higher 5S levels – continuous improvement

Safety – The 6th S

The Safety step involves focusing on what can be done to eliminate risks in work
processes by arranging things in certain ways.

This might involve setting up workstations so they're more ergonomic, marking intersections
—such as the places where forklifts and pedestrians’ cross paths—with signs, and labeling
the storage cabinet for cleaning chemicals so people are aware of potential hazards. If the
layout of the workplace or the tasks people perform are dangerous, those dangers should
be reduced as much as possible. That's what the sixth S focuses on.

Sort:

Separate required tools, materials, and instructions from those that are not needed.
Remove everything that is not necessary from the work area.

Store:

Sort and organize all tools, equipment, files, data, material, and resources for quick, easy
location, and use. Label all storage locations, tools, and equipment.
 Shine:

Set new standards for cleanliness. Clean and remove all trash, grease, and dirt. Everything
must be clean, tidy, and neatly put in its appropriate place. Cleanliness provides a safe
workplace—and makes potential problems noticeable, e.g., equipment leaks, loose parts,
missing guards, loose paperwork, or materials.

Standardize:

Engage the workforce to systematically perform steps 1, 2, and 3 above daily, to maintain
the workplace in perfect condition as a standard process. Establish schedules and set
expectations for adherence.

Sustain:

Make 5S part of your culture, and incorporate it into the corporate philosophy. Build
organizational commitment so that 5S becomes one of your organizational values so that
everyone develops 5S as a habit. Integrate the 5S methodology into the performance
management system.

1. Sort : Separate out all that is unneeded and eliminate it.

Set up a schedule to target each area

Remove unnecessary items in the workplace

Red tag unnecessary items, record everything that is thrown out

Keep repaired items that will be needed

Complete housekeeping and cleaning is done

Inspect the facility for problems, breakages, rust and scratches

List everything that needs repair

Deal with causes of filth and grime. Red tag grime areas and prioritize conditions for correction
Perform management reviews

2. Straighten(Set) : Put things in order, everything has a place.

 Have a place for everything and everything it its place to assure neatness
 Analyze the existing conditions (status quo) for tooling, equipment, machinery, inventory,
supplies, wiring, dashboards etc. including retrieval and storage does

 Decide where things go, reduce inventories, create name and location for everything

 Decide how things should be put away, including the exact location. Use labels, tool outlines
and color codes

 Obey the rules. Determine everyday controls and out of stock conditions

 Define who does the reordering

 Determine who has missing items or if they are lost

 Use aisle markings for forklifts, boxes etc. and establish pallet zones for work in
progress(WIP)

3. Scrub ( or shine) : Clean everything, make the workplace spotless.

 This is more than keeping things clean, it includes ways to keep things clean
 Establish a philosophy and commitment to be responsible for all aspects of working
conditions
 Clean everything in the workplace, including equipment and correct root causes (identified in
step 1)
 Perform RCA and remedy machinery and equipment problems
 Complete training on basics of equipment maintenance
 Divide each area into zones and assign individual responsibilities for each zone
 Rotate difficult and unpleasant jobs
 Implement 3-min, 5-min and 10-min 5S activities
 Use inspection checklists and perform white rag inspections
 4. Standardize : Make cleaning and checking routine.

 Make 5S activities routine so that abnormal conditions show up

 Determine the important points to manage and where to look
 Maintain and monitor facilities to assure a state of cleanliness
 Make abnormal conditions obvious with visual controls
 Set standards, determine necessary tools and identify abnormalities
 Determine inspection methods, short term countermeasures and long term remedies
 Use visual management tools such as color coding, markings (showing direction or position),
labels, equipment markings, maps and charts

5. Sustain: Sustain the previous 4 steps and improve continually on them.

 Sustain the 4 previous steps and continually improve on them

 Acquire self-discipline through the habit of repeating the 4 previous steps

 Establish standards for each of the 5S step

 Establish and perform evaluations for each step

What Does 5S Stand For?

5S, sometimes referred to as 5s or Five S, refers to five Japanese terms used to describe
the steps of the 5S system of visual management. Each term starts with an S. In Japanese, the
five S's are Seiri, Seiton, Seiso, Seiketsu, and Shitsuke. In English, the five S's are translated as
Sort, Set in Order, Shine, Standardize, and Sustain.

There are five key practices involved in 5S. They are as follows:

Japanese American
Definition
Term Term

Seiri Sort Sort through materials, keeping only

the essential items needed to
complete tasks. (This action involves
Japanese American
Definition
Term Term

going through all the contents of a

workspace to determine which are
needed and which can be removed.
Everything that is not used to complete
a work process should leave the work
area.)

Ensure that all items are organized and

each item has a designated place.
Organize all the items left in the
workplace in a logical way so they
Seiton Set in Order make tasks easier for workers to
complete. This often involves placing
items in ergonomic locations where
people will not need to bend or make
extra movements to reach them.

Proactive efforts to keep workplace

areas clean and orderly to ensure
purpose-driven work. This means
cleaning and maintaining the newly
Seiso Shine organized workspace. It can involve
routine tasks such as mopping, dusting,
etc. or performing maintenance on
machinery, tools, and other
equipment.

Create a set of standards for both

organization and processes. In essence,
this is where you take the first three S's
Seiketsu Standardize and make rules for how and when
these tasks will be performed. These
standards can involve schedules,
charts, lists, etc.

Shitsuke Sustain Sustain new practices and conduct

audits to maintain discipline. This
means the previous four S's must be
continued over time. This is achieved
by developing a sense of self-discipline
 Japanese American
Definition
Term Term

in employees who will participate in

5S.

What is the purpose of 5S?

The purpose of 5S is to make a workplace function better by making it an easier place to work. This
occurs by making spaces make sense; tools and materials are placed in logical locations based on
who needs them, how frequently they're needed, etc. Spaces are cleaned regularly. Cleaning and
organization become habits. When used correctly, 5S ultimately makes processes safer and more
efficient.

What does 5S stand for?

5S stands for the 5 steps of this methodology: Sort, Set in Order, Shine, Standardize, Sustain.
These steps involve going through everything in a space, deciding what's necessary and what isn't,
putting things in order, cleaning, and setting up procedures for performing these tasks on a regular
basis. When there's a plan for making 5S an ongoing effort and not just a one-time event, it can be
sustained over time.

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